國際市場營銷雙語教程課件-cha6

1、Chapter 6 Entering the Global MarketChapter 6 Entering the GlobalLearning Objectives本章學(xué)習(xí)目標(biāo)1. Organization of Multinational Companies to enter the International Market.跨國公司進(jìn)入國際市場的組織。 2. Problems that may be faced by Companies in entering the Overseas Market.企業(yè)進(jìn)入國際市場可能面臨的諸多問題。 3. The Choice of Multina

2、tional Companies to enter the International Market跨國公司進(jìn)入國際市場的模式選擇。Learning ObjectivesFramework1、 Organizing for Global Marketing 2、Organizing the Multinational Company 3、Programs and Procedures for Global Marketing 4、Entry and Growth Strategies Framework1、 Organizing for GloGlobal Marketing“the worl

3、d is becoming more homogenous”“.distinctions between national markets are fading and may disappear”Global Marketing“the world isGlobal Marketing EvolutionCore Business StrategyCountryACountryBCountryCCountryDDevelop CoreBusiness StrategyInternationalizethe StrategyGlobalizethe StrategySource: Reprin

4、ted from “Global Strategy In a World of Nations?” by George S. Yip, Sloan Management Review 31 (Fall 1989): 30, by permission of the publisher. Copyright 1989 by Sloan Management Review Association. All rights reserved.Global Marketing EvolutionCoreGlobalization DriversMarket Factorsnew consumer gro

5、ups, developed infrastructures, globalization of distribution channels, cross-border retail alliancesCost Factorsavoiding cost inefficiencies and duplicated effortsEnvironmental Factorsreduced governmental barriers, rapid technological evolutionCompetitive Factorsrapid product innovation, introducti

6、on, distributionGlobalization DriversMarket FaThe Strategic Planning ProcessUnderstanding and adjusting the core strategy begins with a clear definition of the business for which the strategy is to be developed.The Strategic Business UnitBased on product market similaritiesSimilar needs or wants to

7、be metSimilar end user customers to be targetedSimilar products or services used to meet needs of specific customersThe Strategic Planning ProcessThe Strategic Planning ProcessAssessment and Adjustment of Core StrategyMarket/Competitive Analysis - Internal AnalysisFormulation of Global StrategyChoic

8、e of Target Countries, Segments, and Competitive StrategyDevelopment of Global Marketing ProgramImplementationOrganizational Structure - ControlGlobal Strategy FormulationThe Strategic Planning ProcessMarket and Competitive AnalysisFirst, understand the structure of the global market industry; the c

9、ommon features of customer requirements and choice factors.Internal analysisExamine the readiness and capability of the firm to undertake strategic moves with its current resources.Market and Competitive AnalysiFormulating Global Marketing StrategyFormulation begins with a series of strategic decisi

10、onsChoice of Competitive StrategyCost leadershipDifferentiationFocusCountry-Market ChoiceConcentration or diversificationFactors in country markets selectionThe stand-alone attractiveness of the marketGlobal strategic importance of the marketPossible synergies offered by the marketFormulating Global

11、 Marketing SCompetitive StrategiesCostLeadershipBroadDifferentiationSource of Competitive AdvantageLow CostDifferentiationIndustry-wideSingle SegmentCompetitiveScopeFocusSOURCE: Michael Porter, Competitive Advantage: Creating and Sustaining Superior Performance (New York: Free Press, 1998), chapter

12、1.Competitive StrategiesCostLeaBases for Global Market SegmentationEnvironmentalVariablesMarketingManagementVariablesGeographicVariablesPoliticalVariablesEconomicVariablesCulturalVariablesPromotionVariablesProductVariablesPriceVariablesDistributionVariablesBases for InternationalMarket SegmentationB

13、ases for Global Market SegmenGlobal Marketing Program DevelopmentDevelopment DecisionsProduct offeringThe degree of standardization and adaptation in the product offering.The marketing approachThe marketing program beyond the product variable.The location and extent of value-adding activitiesPooling

14、 production.Exploiting factor costs or capabilities.Strategic alliances.Concurrent engineering.Competitive moves to be madeCross-subsidization using resources accumulated in one market to wage a competitive battle in another.Global Marketing Program DevelImplementing Global MarketingSuccess will com

15、e from a balance between local and regional / global concerns.“Think globally, act locally” is the operative phrase for global marketers competing in country markets.Product choices should consider individual markets as well as transfer products from one region to another.Implementing Global Marketi

16、ngSGlobal Marketing Pitfalls to AvoidInsufficient local market research.The tendency to over standardize the product.Inflexibility in planning and implementation.The “Not-Invented-Here” syndrome (NIH).How to avoid the NIH syndromeEnsure that local managers participate in the development of global br

17、and marketing strategies.Encourage local managers to develop ideas for regional or global use.Global Marketing Pitfalls to ALocalizing Global MarketingAchieving a balance between in-country managers and global product managers at corporate headquarters will require action to develop and implement a

18、global strategy.Localizing Global MarketingAchLocalizing Global MarketingManagement processesEnhance the global transfer of communications.Interchange personnel to gain experience abroad.Headquarters should coordinate and leverage resources.Permit local managers to develop their own programs within

19、defined parameters Maintain a product portfolio that includes local as well as regional or global brands.Allow local managers control over marketing budgets to respond to local customer needs and counter global competition.Localizing Global MarketingManLocalizing Global MarketingOrganization structu

20、resThe shift to global account management.Corporate cultureThe world is not one single market.Plan and execute programs on a worldwide basis.A global Identity favors no specific country.Localizing Global MarketingOrgThe Chapters Referential Questions:本章參考題（1）Suppose that you have been hired to evalu

21、ate the purchase behavior of adolescents in Latvia. What types of research studies could you conduct? 假設(shè)您受雇做一個關(guān)于拉托維亞青少年購買行為的調(diào)研與評價，您將采用哪種調(diào)研方法？（2）What are some of the limitations of secondary data available to international marketing researchers? 對于國際營銷調(diào)研人員，在收集二手?jǐn)?shù)據(jù)方面存在哪些限制？（3）Describe the challenges that researchers experience when designing and administering questionna